It is difficult to build engagement and motivation in
any team. However, there is an industry-wide understanding of support staff
that support should be seen as a function of power for other departments in the
company or as a step towards “better” work. This connotation has been hanging
over my head for almost 20 years, working in support and related roles, and now
in pioneering support teams. So how do you keep the team engaged and turn
professional development, longevity and career satisfaction into a support
team? This is a problem that has appeared several times on the #leadership
Support Driven Slack channel and which I have addressed as a leader in at least
3 different organizations.
Basically everyone wants to enjoy their work. In a
career context, this can include many things: an altruistic purpose, exploiting
a certain goal, achieving a goal, strengthening skills, and more. All this
refers to tasks that require aligning the role with the goals and motivations
of professional development.
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